Term
| Where does Chabros originate from? (pg 1) |
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Definition
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Term
| Why Chabros’ Italian partners sold their shares? (pg 2) |
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Definition
| they found it difficult to adapt to the Saudi Arabian mentality and the Saudi's way of doing business |
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Term
| Why Chabros bought a production plant? (pg 2) |
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Definition
| sales exceeded production |
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Term
| Why did Chabros decide to enter Qatar? (pg 2) |
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Definition
| Qatar was attractive because it was a small natural-gas-rich country that was following the path of its neighbor, Dubai, in fast economic growth |
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Term
| How did opening the second subsidiaries in UAE and Saudi Arabia affect Chabros? (pg 2) |
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Definition
| increase sales volume and take advantage of lower prices associated with purchasing large quantities |
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Term
| How did entering Egypt benefit Chabros? (pg 2) |
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Definition
| to access a new market where it could sell its supply of lower quality lumber and veneer |
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Term
| What was the reason of the drop in sales in 2009? (pg 3) |
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Definition
| drastic fall in Chabros Dubai's sales |
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Term
| How did the demand for lumber change compared to veneer in 2009? (pg 4) |
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Definition
veneer $3/sq metre
lumbar $1,000/cu metre |
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Term
| How is the potential for lumber compared to veneer? (pg 4) |
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Definition
| lumbar had more potential and freedom to grow its lumber business than its veneer business |
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Term
| How did the distribution system of Chabros work? (pg 4) |
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Definition
| Chabros intl Group's subsidiaries used their own trucks to distribute their products within the countries they operated in |
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Term
| What were the transportation costs of Chabros as a percentage of the total cost? (pg 5) |
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Definition
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Term
| Who are the local, regional, an global competitors of Chabros? (pg 5) |
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Definition
Local - small and medium sized hardwood/veneer companies
Regional - hardwood/veneer suppliers in MENA region level
Global - General Woods, Weston, Fritz Kohl |
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Term
| What are the competitive advantages of Chabros? (pg 5-6) |
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Definition
varied and more customized wood products
distinctive strategic relationships with its suppliers
25 years experience
manufacturer and wholesaler
economies of scale
adapted to to its Western suppliers and MENA customers |
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Term
| What is the advantage of being both a manufacturer and a wholesaler? (pg 5) |
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Definition
strategic flexibility
wide variety of wood, while selling cheaper than competitors |
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Term
| What are the disadvantages of Chabros? |
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Definition
being a wood manufacturer
not working on image and brand name |
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Term
In which country does Chabros (pg 10)
make production
sell lower quality improved wood |
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Definition
make production - Serbia
sell lower quality improved wood - Egypt |
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Term
| How much money did Chabros make from lumber and veneer in 2009? (pg 12) |
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Definition
lumbar - $55 million
veneer - $35 million |
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Term
| What was the profit margin of Chabros in 2009? (pg 12) |
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Definition
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Term
| Which city generated the highest sales for Chabros in 2009? (pg 12) |
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Definition
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Term
| What was the amount of sales Chabros generated in 2009? (pg 12) |
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Definition
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Term
When do you use the following growth strategies? (pg 13)
market penetration
market development
product development
diversification |
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Definition
market penetration - same markets and same products
market development - new markets and same products
product development - same markets and new products
diversification - new markets and new products |
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Term
| Chabros has a high market share in both lumber and veneer business in which countries? (pg13) |
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Definition
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Term
| In which location Chabros has the highest number of subsidiaries? (pg 13) |
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Definition
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